Best value and workplace partnership in local government

Mike Richardson, Stephanie Tailby, Andrew Danford, Paul Stewart, Martin Upchurch
  • Personnel Review, December 2005, Emerald
  • DOI: 10.1108/00483480510623484

What is it about?

This paper explores employee experiences concerning job security/insecurity, workload, job satisfaction and employee involvement in the aftermath of Best Value reviews in a local authority. Design/methodology/approach – Using a mix of quantitative and qualitative data collection techniques employees' experiences of Best Value reviews in a local authority are compared and contrasted with council staff employed elsewhere in the authority to establish the extent to which workplace partnership principles have taken hold under a Best Value regime.

Why is it important?

Findings – Little evidence of positive outcomes was found from partnership at work under a Best Value regime. The constraints imposed by central government, under which managers in the public sector operate, contributed significantly to partnership at work remaining little more than a hollow shell. Originality/value – This paper provides a recent in‐depth case study of the experience of workplace partnership, which was developed not discrete from but as part of the Best Value modernisation programme in a local authority.

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